Enhanced Elderly Care Service - Wardley Gate Care Centre

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question good. At this assessment the rating has changed to requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was in breach of legal regulation in relation to governance and quality assurance.
 

This service scored 62 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture. This was based on transparency, equity and inclusion, with leaders promoting values that focused on people’s individual needs and experiences. Staff we spoke with understood the provider’s vision and described a positive, open culture where teamwork was encouraged.

The provider had capable, compassionate and inclusive leaders who understood the context in which they delivered care and support. Leaders were visible and approachable, and staff told us they felt supported in their roles. They described the management team as open and responsive, with a willingness to listen and act on concerns or suggestions. Leaders showed integrity and promoted a culture where staff wellbeing and development were valued. One staff member said, “I can go to my senior/manager with any issues.”

The provider fostered a culture where people felt able to speak up and were confident their voice would be heard. Staff told us they could raise concerns freely and felt listened to by leaders. Systems and processes were in place to support openness, including regular team discussions and opportunities to share feedback. Where concerns were raised, staff told us action was taken, which gave them confidence in the leadership team.

The provider valued equality, diversity and inclusion within the workforce and worked to create a fair and supportive culture. Staff told us they felt respected and included, and that differences were recognised and valued. Leaders promoted inclusive working practices and supported staff to meet their individual needs. This helped to create a positive working environment and supported staff morale and retention. One staff member told us, “I feel supported by every staff member and management."

The provider did not have clear responsibilities, roles, systems of accountability and good governance. They did not act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. Systems such as audits, meetings and risk tracking were in place. However, these did not always identify or address issues in a timely way, which meant some risks were not recognised or acted on as early as expected. These issues were not evident across all areas of the service but demonstrated inconsistency in how oversight systems were applied.

Environmental and safety concerns identified at inspection showed that oversight had not been fully effective in identifying and managing risks. Although action was taken in response to the issues identified during the assessment, this had not always happened early enough to prevent risks developing. Leaders had recognised the need to strengthen oversight and were taking steps to improve governance arrangements. Further work was needed to ensure quality assurance systems were consistently effective and that improvements were embedded and sustained. One relative told us, “I sincerely wish [Person] had one point of contact with whom I could discuss her wellbeing and progress or deterioration on a regular basis.”
 

The provider worked in partnership with other organisations and professionals to support people’s care and achieve positive outcomes. Records showed appropriate collaboration with healthcare services and other stakeholders, which helped ensure continuity of care. Staff understood the importance of partnership working and shared information effectively. This supported joined-up care and responsive support for people using the service.

The provider focused on continuous learning, improvement and innovation across the service. Staff had access to training and development opportunities, and the provider demonstrated involvement in research and innovation initiatives. Leaders had identified areas for improvement and were taking action to support continued learning and development across the service.